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Interpreting and responding to strategic issues: the impact of national culture

Author: Schneider, Susan C. ; De Meyer, ArnoudINSEAD Area: Technology and Operations Management ; Organisational BehaviourIn: Strategic Management Journal, vol. 12, 1991 Language: EnglishDescription: p. 307-320.Type of document: INSEAD ArticleNote: Please ask the Library for this articleAbstract: Since national culture is a powerful influence on how perceptions of environmental uncertainty and organizational control influence strategic behaviour, one may expect to find cultural differences in the interpretation of and response to strategic issues. For this study, managers of a number of different nationalities were asked to complete questionnaires on a case describing an issue concerning deregulation of the US banking industry. National culture was found to influence their interpretation and responses. In particular, Latin European managers were more likely to recommend proactive behaviour. These differences may help to explain and predict responses of European countries to 1992
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Since national culture is a powerful influence on how perceptions of environmental uncertainty and organizational control influence strategic behaviour, one may expect to find cultural differences in the interpretation of and response to strategic issues. For this study, managers of a number of different nationalities were asked to complete questionnaires on a case describing an issue concerning deregulation of the US banking industry. National culture was found to influence their interpretation and responses. In particular, Latin European managers were more likely to recommend proactive behaviour. These differences may help to explain and predict responses of European countries to 1992

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